Chapter 13 Chapter 12 The Art of Respect: Manipulative Techniques No One Can See

"All people in this world need respect, regardless of their status and status." Respect is the foundation of all social activities, especially management. Respect for others is part of the charisma of a manager. If you don't respect others, your charisma must be much less.In our imaginations, everyone should be wearing a big placard: "Make me feel important." On the eve of the battle of Austerlitz, Napoleon made his rounds of the army, going from campfire to campfire.Whenever he stopped, officers and soldiers came up to surround him.Napoleon laughed with them and thanked them for their loyalty.He assured the soldiers that the battle would be won tomorrow, and explained that he had medical emergency prepared and that if anyone was injured, they would be taken care of immediately.

"Promise us," a veteran yelled at him, "keep yourself out of the gunfire!" "I will," replied Napoleon gratefully, "I will be in the reserve until you need me." In work, the difference in positions is only the content and responsibility of the work, everyone is equal, there is no distinction between high and low.Therefore, managers must respect everyone equally. The founders of Hewlett-Packard, Bill Hewlett and David Packard, established a culture of trusting employees when they founded Hewlett-Packard. They firmly believe that employees will do good things, so it is very important for Hewlett-Packard to make employees happy at work .Hewlett-Packard requires internal supervisors to trust employees and let them feel a sense of accomplishment in a vacuum at work.

In order for employees to have a sense of accomplishment, the belief of the two leaders is to treat each employee with consideration, respect and trust, and to create a suitable working environment so that each employee has the opportunity to show their best performance, Realize their potential and always acknowledge their accomplishments. Once, David?Packard toured the factory, accompanied by a factory manager.During the inspection, they saw a mechanical technician polishing a plastic mold, so they stopped to watch.The pair could see that the employee had spent a considerable amount of time polishing it and was preparing for a final touch-up.

Packard reached out to touch the mold curiously, and the mechanic immediately said, "Take your fingers off and don't touch my mold!" The manager immediately asked him, "Do you know who this person is?" He replied: "I don't care who he is! Just don't touch my mold casually." Packard immediately told the manager: "He is not wrong! That is his responsible attitude towards work, and we should respect and trust him for his work. persistence." Respect and trust employees, in exchange for the trust and affirmation of employees. As one employee said: "The leader treats me like a cow, and I treat myself as a person; the leader treats me as a person, and I treat myself like a cow."

Sincerely respecting, trusting, caring, understanding, and helping people can greatly mobilize their enthusiasm and creativity. The management guru Drucker believes that: people are the only real resource of an enterprise, and they should be respected, valued, and grateful to him. The secret to the success of IBM Corporation in the United States lies in the fact that the leaders of the company fully recruit new employees.According to the concept of "people are the biggest capital of the company", the company's leaders make the employees of the company full of self-confidence, self-esteem and self-improvement, and work happily, making them the most efficient marketing force in the world.Thomas J. Watson, the founder of the company, said: "I hope that IBM's salesmen can be favored and respected. I hope their wives and children are proud of their husbands or fathers." Little Watson also said: " Through our simple belief in the regeneration of people and helping people regenerate themselves, our company is sure to make money."

IBM has three principles that are believed to have contributed more to the company's success than any technological innovation, marketing skills, or vast financial resources.The first principle is "to respect the individual", this principle was as early as 1914 in the old Thomas?Watson had proposed it when he founded IBM. After Thomas Watson Jr. took over as the company's president in 1956, he further carried forward this principle, and everyone from the president to the communication room knew about it. IBM has many ways to let employees know that everyone can make a difference in the company. At IBM in Armonk, New York, there are no titles in every office, on every desk, and in the bathroom. It is not clear which executives are used, and the parking lot does not reserve a seat for the executives, and there is no restaurant for executives. All in all, it is a very democratic environment, and everyone is equally respected.

IBM has employees who love the company and their jobs. They are proud and proud of being "IBM people". IBM is a world-class enterprise with the strongest human touch, the most respect for people, and putting people first. IBM has created a worship-style corporate culture. An article in the "Wall Street Journal" pointed out that IBM's corporate culture has penetrated into the hearts of employees, so that an employee who has worked in IBM for many years said: "Leaving IBM , as if immigrating.” When talking about his attitude towards employees, a leader said: "Every time I see someone, I have to treat them meticulously and make them realize their importance. Being absent-minded will only bring them harm.” Therefore, when he gets along with employees, he listens to their conversations with a friendly and equal attitude and helps them solve various difficulties.

Respect for individuals is more of a management spirit than a system policy, so it should run through the entire management activities, always put respect for employees in the first place, and let respect become your self-cultivation. Henry Mintzberg, a professor at McGill University in Canada, does not agree with the concept of "human resources". He believes that people are people, and people are not simply resources that serve the needs of enterprises.He said that trust and respect for employees will bring them a sense of responsibility to the company and bring the best results for the company.

Mr. Qiao Shibo, vice president of China Resources Group, often encountered people asking him in Hong Kong: "Is this your 'boy'?" Mr. Qiao shook his head hastily and said: "This is my 'colleague'." The head of the department attended the high-level meeting of the enterprise.At the meeting, a corporate executive toasted to the person in charge of the China Resources Research Department, and said to Qiao Shibo: "Mr. Qiao, I would like to toast your subordinates." Qiao Shibo immediately corrected him and said, "It's not my subordinates. It’s my colleague.” Corrected a total of three times.Afterwards, someone asked him why he wanted to correct it?Qiao Shibo explained: "China Resources pays great attention to the spirit of teamwork and does not pay attention to the differences in power and positions. The relationship between team members is 'colleagues'. These colleagues have independent divisions of labor and relatively hierarchical leaders, but everyone's Cooperation is equal."

This equal "respect for personality" is "personalized management".It is required to respect each other regardless of position, qualification and education in the enterprise.The kind of "self-superiority", "disdain", "sneering" and other situations that damage the dignity of others are absolutely not allowed in the team.Because mutual respect, equality of personality, mutual trust, and mutual support are the cohesiveness of the team and the spiritual strength for the formation of the team. In human nature, self-esteem is a noble and pure psychological quality.Everyone has self-esteem and hopes to be respected by others, especially managers.Self-esteem is the potential spiritual energy of people and the internal motivation for people to move forward.The so-called "respect" of the Eastern people is mainly to give face, not to hurt it; while the so-called "respect" of the Westerners is mainly to recognize the value of the individual in a realistic manner, not to give face.Business leaders should let go of official airs, respect the advantages of employees as equals, forgive their shortcomings, respect employees, especially "different voices" with independent opinions, listen to employees' opinions extensively, and satisfy their self-esteem, so that Stimulate their sense of responsibility and work enthusiasm of "no mission".And if the employees of the enterprise are under the pressure of intimidation and discrimination, their self-esteem and life value cannot be reborn and satisfied, and they will have bad emotions of abandoning themselves and shrinking.

Therefore, in modern enterprise management, fully respecting the personality of each employee is the overriding entity of the enterprise. In a steel company in California, USA, there was a troublesome problem of deliberate sabotage of employees.The boss was so anxious that he raised the salary of the employees and authorized the employees, but it did not produce the slightest motivational effect.In desperation, the boss invited a management expert to help him solve this difficult problem.The expert found the source of the problem within an hour after arriving at the company. The boss said to the expert: "Okay! Let's go around the factory and you will know what's wrong with these dirty slobs!" After hearing this sentence, the expert immediately knew what was wrong. Yes, he said: "Don't look, I have found the answer." His "prescription" is simple: "All you need is to treat every male employee like a gentleman and every female employee like a lady. Do this, and your problems will be solved quickly. " The boss is dubious about the expert's advice, and even dismisses it.The expert said: "Try sincerely for a week. If it doesn't work or make the situation better, you don't have to pay me." The boss nodded and agreed. Ten days later, the specialist received a check with a note that read: "With great affection, Mr. James. You won't recognize this place. There's an uplifting passion here. There's a A breath of fresh air in harmony." Respecting employees' personalities is an inevitable requirement of humanized management. Only when employees' private identities are respected, will they feel truly valued and motivated, and will they do things from the bottom of their hearts, and will be willing to mingle with managers and stand for them Take the initiative to communicate ideas and discuss work with managers, complete the tasks assigned by managers, and be willing to contribute to the development of the enterprise. Once the personality of employees is respected, it will often have a much greater incentive effect than monetary incentives. The famous Japanese management scholar Shi Guangminfu clearly pointed out in the book "The Way of Business Management": "The managers in the future will be people who raise hope rather than orderers, and people who help people instead of rulers. Be a compassionate person, not a critic." The famous Japanese entrepreneur Matsushita Konosuke knows the importance of "personalized management". He pointed out: In management, "the most important thing is to respect their independent personality. Whether they ask questions or deliver tasks, I always avoid Speak to them with a tone of command. We must respect their pride, but also the traditions they represent."The management philosophy of Mr. Konosuke Matsushita is worth learning: he thinks he is not capable enough, so he often asks his subordinates for help.Ask for their wisdom.He often said to employees "I can't do it, but I believe you can do it".Therefore, he asked the managers to always do the work of "serving food". Of course, it does not mean that the managers really serve the employees in person, but to respect the employees and be grateful to the employees, so that the employees feel that they value them. , Respect him, meet the needs of his personality being respected, stimulate the inner affinity of employees to the enterprise, and thus work harder to repay the company. Modern psychological research shows that the deeper the employee's participation, the higher their enthusiasm.To respect the opinions of employees is to ask employees to make their own commitments and strive to realize their commitments.In our enterprise management, there are too few opportunities for employees to make commitments and fulfill them. The direct consequence of this management status is that employees have no affinity and centripetal force for the goals proposed by the organization. Managers are often full of ambitions, while employees But it fell on deaf ears. Korea Precision Machinery Co., Ltd. implements a unique "one-day factory manager system" management, that is, let employees take turns to be the factory manager to manage factory affairs. The one-day factory manager has the same right to handle factory affairs as the real factory manager. When the factory manager has opinions on factory management, production, workers' work, etc., he will record them in the work diary and let the employees of relevant departments read them. The department heads must correct their work according to the criticisms.After the implementation of this system, most of the employees have worked as "factory directors", which greatly strengthened the centripetal force of the factory, and the management effect is quite remarkable. In the first year of implementation, the factory saved more than 3 million US dollars in cost. From the above examples, it can be seen that respecting the opinions of employees is to let employees manage themselves and be their own masters, increase the participation of employees, and achieve the purpose of using teamwork and improving the efficiency of organizational operations. The well-known Japanese company Canon has been advocating the spirit of "Canon Three-Self" (spontaneity, self-government, self-consciousness), that is, let employees think for themselves, manage themselves, and move forward on the right path they think.This has greatly stimulated the autonomy and creativity of employees, enabling Canon to have a small workshop for the production of cameras and develop into a world-class camera and office equipment production company today. Canon's "Three-Self Spirit" explains: Respecting employees is a zero-cost incentive method that does not require additional investment from the company and can effectively motivate employees and develop their potential. The managers of Haier Group, a well-known Chinese enterprise, attach great importance to the independent management of people.In Haier, from the most ordinary employees to the top decision-makers, everyone has the spirit of autonomy.It is with this spirit that Haier has achieved remarkable results. Allowing employees to manage independently reflects the full trust and respect of managers for employees. Managers do not ignore them, but start from the inner nature of employees and give them respect and affirmation, so as to motivate employees to the greatest extent and achieve governance by doing nothing. In Lenovo, when the top and bottom disagree on an issue, if the top and bottom can go through both ways, Li Qin believes that the opinions of the people below should be fully respected, because things must be implemented at the bottom.If it is a conflict, Li Qin will organize them to discuss it repeatedly. If it is still not enough, Li Qin will say: "Follow your opinions first, but I reserve the right to make a later decision. If you do not do well, If it’s fulfilled, I’m right, I’m going to find a later account. If you succeed, I’ll do a serious review.” When his team was able to do what he was asked to do, Li Qin believed that he could not rush to do it, and doing it was equivalent to grabbing credit. "When everyone is able to do it, we must let everyone do it well. I will give out prizes specially. If others can't do it, I will rush to do it. As a leader, if you can do these things, your reputation will be strong." When encountering a problem, first of all, respect the opinions of the employees below, which is a major feature of Lenovo. Leaders will never compete for credit for what subordinates can do. This is another major feature of Lenovo.These two points are easy to say but not easy to do in general enterprises. Deep down, employees resist being controlled and managed.Everyone has a desire to participate, and when they feel appreciated and respected, they will radiate enthusiasm from within, and this enthusiasm can bring great benefits to the enterprise. If you want your people to all support you, you have to get them involved, and the sooner the better. The work behavior of any employee is not only for the pursuit of money, but also for the pursuit of personal growth and development to meet the needs of self-realization.Especially some high-quality employees pay special attention to the realization of this need. Career planning is the personal design for employees to seek self-development. Every employee will have his own career design. Proper participation in employee career planning can enable enterprises to grasp the individual characteristics and career development trends of employees in a timely manner, understand employees' needs, Ability and self-goals, strengthen individual management; supplemented by training and development plans that combine employees' interests, specialties and company needs, fully tap their potential, so that employees can truly feel at ease in the company's work and maximize their potential, creating a sustainable relationship between the company and employees. Good atmosphere and conditions for development. Moreover, if managers participate in the guidance and management of employees' career planning and incorporate employees' career development into the scope of enterprise management, they will establish a harmonious "psychological contract" with the enterprise and employees.The psychological contract is "a cooperation between personal contribution and organizational acquisition, and the organization's provision according to individual expectations." That is, the enterprise knows the development expectations of each employee and satisfies them, and employees also contribute to the development of the enterprise. Make a full dedication, because they believe that the enterprise can achieve their hopes.In the process of this two-way interaction, the result is a win-win situation. Enterprises and employees are a closely related community of interests, and the development of both parties is interdependent.The development of employees largely depends on the reasonable career management of the enterprise.While employees develop themselves, the enterprise will also develop. The key to realizing the common growth of the enterprise and its employees lies in the construction of a "people-oriented" corporate culture.Enterprises must first create a stage for employees to display their talents and realize self-worth, and at the same time be good at guiding them so that employees can find a development path in the enterprise, integrate their whole body and mind into the development of the enterprise, and dedicate all their wisdom. IBM encourages employees to challenge their own potential, and gives every employee the opportunity to develop their strengths and potential, supplemented by perfect internal promotion opportunities to realize their self-worth.Every IBM employee can have two career development paths: one is a professional development path, such as a technical engineer, etc., with various trainings to help them stand higher on the professional path, see further, and cultivate their sense of accomplishment; The other is the road of management, improving the level of management theory and practice, and finally developing into a qualified professional manager.Through such a system and efforts, employees realize that IBM can have many opportunities for learning and development, as well as a broad stage for self-realization. The success of a business depends largely on its ability to attract useful talent and provide them with a good career path. Respect the career development needs of employees, help and guide employees to formulate scientific and effective career plans, which will help to enhance employees' sense of belonging and loyalty to the company, and at the same time will improve employees' learning initiative and work attitude. In order to ensure that the human resources of the enterprise can effectively serve the development of the enterprise for a long time, so as to achieve the common growth of the enterprise and the employees.